Hello, welcome to everybody. Good morning, good afternoon. Really appreciate you taking the time to spend with us today. Of course, in Schneider, in the investor relations, as some of you are aware, we are focused on ensuring regular interaction with our investors. We've tried to keep it actually quarterly. Keeping that in mind, we also decided that we want to talk about a topic which is very integral to our company inherently, which is on the area of sustainability, ESG more broadly, and the generic term for it. With that, we had last year kicked off a similar call, just with the basis of trying to share what the company has been doing. I think some of you were on the call as well.
We also instituted a semi-annual newsletter, where we are updating on progress as we're making to stay as transparent as we can. We plan to keep this going. The purpose really of this call is to, first of all, familiarize yourselves with how Schneider is approaching this topic, very important topic, and what is the framework we use, what are the commitments that we've taken as a company. You will notice in a few minutes that there are several elements to the framework. Obviously, we cannot cover all of them in one call today. As we've done last time, we will probably cover a couple of topics today, and then we will keep the rest for future interactions. I would also like to point out that we already are quite proud that we are amongst the ESG index leaders.
This was the ranking that PRI had been publishing, and representing sort of what we have been doing within the company and what we have been doing for our partners and our customers as well. Before I start, I just want to take a minute to refer you to one slide, which is slide number three over here. I think some of you have seen this slide before, but to me, this slide really encapsulates what Schneider Electric is and does. If I were to just run you through the slide, you would see that we have two businesses, two synergetic businesses here, which is Energy Management and Industrial Automation. Each of the two businesses is sort of linked to one important mega trend transformation which is upon us today, which is set to drive growth in the coming years.
For energy management, as we know, the mega trend is around energy transition, the overall transition from fossil fuels to renewables, a world which is obviously getting more electric in the coming years with a higher share of electricity and decarbonated energy. That's really sort of the first leg, the first business. If you look at industrial automation, the second business that we have, that's linked to everything to do with the industry of the future or Industry 4.0, as the slide shows, which is all about the industrial Internet of Things, the ability to drive more digitization in order to get more value from the industries. In both of the cases, for both of the businesses, the basic premise or the value that we are able to generate for our customers essentially is efficiency.
It's a combination, when you combine the two businesses and the technologies, is between energy efficiency and process efficiency. Effectively, ultimately helping to meet the sustainability goals of our customers. I just wanted to make sure that you have this in your mind. Even though in the coming minutes, we will talk about what are our own targets as a company, on sustainability, on carbon, on other areas. Please keep in mind that our entire business model in general is geared towards supporting efficiency and sustainability for our customers. We have lots of customers, as you know. With that backdrop, I'd just like to introduce the speakers for today that we have set up. We have three speakers to bring us through some of the topics today.
We have Frédéric, who is part of our sustainability team. He's going to introduce the structure of our framework and explain how we've set it up and what are the targets that we have. We have Xavier, who amongst his other responsibilities in the company, is also leading the effort on environment. He is responsible to speak today on topics which are linked to CO2, to climate, to circular economy. Very interesting elements and integral to our strategy. We've also today included Tina Mylon, who is our head of talent, with a specific focus on a topic which is diversity and inclusion, which we think is inextricably linked with what we're talking about today. We have some good progress and initiatives and thought process, which we think distinguishes us from others in our industry and in general. That's really the structure for the day.
We of course, will have some time for questions as we move ahead. With that, let me just pass on the call to Frédéric to kick it off. Thank you.
Thank you, Amit, and good day to everyone on the call. I'm just going to start talking about what we call the energy paradox, to express how Schneider Electric can uniquely position its business with key challenges of this century. You probably have seen this slide before, but I think it's useful to remind everyone that there are today more than 1 billion people in the world that have no access to electricity. In Europe, 63 million people living in fuel poverty in Europe. These people are currently excluded from growth, from progress, and it can't keep going like this. In the same time, energy demand is growing. It's a strong driver for growth everywhere. We've seen all the IPCC reports. We need to drastically decrease our CO2 emissions.
Our very, very strong messages from the society, from the youth, from our clients, from all our ecosystem, the demand that CO2 emissions are decreasing. Solving the energy paradox means bringing the solutions to reconcile these two aspects of people needing to have an access to clean, renewable, and affordable energy, and in the same time, decreasing carbon emissions for this energy. We have, Amit mentioned it already, the vision, the solution to this paradox, the world that be more electric, more decentralized, more decarbonized, and more digital. Once we have this vision, it's clear that, for Schneider Electric, with our services on energy management, industrial automation, and all the activities we have to provide access to electricity to people in the world, we are strategically positioned to answer this challenge.
We embedded this into our culture and values, in particular through our principles of responsibility, which we've updated recently in 2019. There is aspect of sustainability from the environment, to ethics, diversity, and so on. We share best practices, and we engage with our ecosystem, meaning our customers, the public, the civil society, our suppliers, and so on. Having constantly sustainability into everything we do, it's allowing us to have a competitive advantage, first, anticipate the changes of this world, adapt, change for a company that's close to 200 years old, and be able to bring innovative solutions and answer the needs of our customers. That leads us to the next slide, which is what we call "Life Is On", at Schneider Electric, when we empower all to make the most of their energy and resources, ensuring lights on everywhere for everyone at every moment.
Which again, is about an ecosystem for Schneider Electric and embarking this ecosystem in the sustainability journey. Through our energy and automation digital solution for efficiency and sustainability, we bring an answer to these needs and these challenges. How do we drive transformation for ourselves, for our ecosystem? It's not new. For 15 years, we've had the tool, the dashboards, a program that was previously called the Planet and Society Barometer, and now the Schneider Sustainability Impact. This is a program that truly embarks our full ecosystem, all our employees, and the over performance of these programs, including the variable compensation for more than 50,000 employees around the world, which is unseen in the landscape. We've articulated the program for the current one around five mega trends, which we've identified with our materiality matrix, consulting internal and external stakeholders.
That's important because what you will see after all the programs of the SSI, it's not exhaustive of everything we do at Schneider, but it gives highlights, let's say, on priority action plans to transform our business, what we do with our customers, with suppliers on these five topics that are climate, circular economy, health and equity, ethics, and development. When we talk about this entire ecosystem, yes, it's the customers. It's, for example, how we demonstrate how many CO2 savings we bring to our customers with our offers. It's our employees. We're demonstrating how we run our global families policy. Our suppliers, how we embark our suppliers to be more sustainable. Communities, how do we train people, underprivileged people, to energy management jobs. We do that from R&D to end of life through our EcoDesign Way, Green Premium, and circularity offers.
We are fully transparent with these results and programs. We publish them quarterly together with financial results by our CEO, our CFO. Each program is audited annually by an external third party. We bring to you here really a very strong, robust, and transparent list of programs that aim and always improving on sustainability for the group, because you can always be more sustainable. It's a journey. It's not an end. We always need to find new things to do. Here on this slide, you can see the list of the programs that we have in place in the Schneider Sustainability Impact, linked to several sustainable development goals. I won't go into the details of each and every one of these indicators, but just to highlight a few, and also say that end of 2018, the performance of the whole barometer was really good.
We decided to increase the ambition of nine of these indicators, to demonstrate that Schneider Electric always pushes its limits beyond, and always goes further in sustainability. For example, just wanted to quick comment on the supplier audits under human rights and environment vigilance, which is part of our duty of vigilance plan. We planned last year when we started the program to audit 300 suppliers. We increased the objective to 350, and already 196 were audited in Q2 2019. On the safe procurement and finance employees trained every year on anti-corruption, you might be surprised by the 14% performance disclose. In fact, this is because we have updated the program, which previously targeted people in the company from sales, procurement, finance, and we've changed the way we identify, let's say, at-risk job codes. That meant that we extended, actually, the population. It doubled, in fact.
The target is that by the end of the year, and every year, these employees are trained on anti-corruption. Finally, on development, regarding the turnover of our Access to Energy program, which is again, an important part of our sustainability journey that goes beyond, let's say, our classic borders of company and suppliers, operations and clients. The progress was pretty good, and especially driven by sales of Solar Home System in Southeast Asia, and West Africa, with sales of teaching materials within the framework of a project that's called Women Entrepreneurship in Renewable Energies, which over the next three years, should support close to 5,000 small and medium-sized women's businesses. Just wanted to give you a few insights in some of the, well, indicators, but more than happy, of course, to deep dive in more if you have any more questions.
I've expressed how we bring sustainability at the core of everything we do. Well, we're not the only ones saying that this is the case. We're also externally recognized for our sustainability performance by various ratings and entities, from all geographies, and various recognitions on various topics, from gender equality to ethics and sustainability at large, or climate change in particular. We've made public, and strong, and ambitious, and bold commitments, on also various topics. On the next slide, here you can see how we don't want to only disclose very long-term targets and not only very short-term KPIs, but we need to demonstrate that we have a long-term vision, with also mid-term goals, and short-term transformation plans aligned with that vision. I've talked about the 2020 target with the Schneider Sustainability Impact, which is well on its way to meet its objectives.
In 2025, we also have a couple of milestones on training, on providing Access to Energy, on supporting entrepreneurship, and on SF6 as well. By 2030, we've made number of commitments, especially to contribute to the best we can to the sustainable development goals, which we recognize as the new common grammar for sustainability that all need to embrace, also in order to bring more clarity to our partners in what we do for sustainability. By 2050, really our, let's say, vision, which is more within our values, which is partnership, and the culture of engaging always this ecosystem, not only for ourselves, but embarking everyone into our journey. I leave the floor to Xavier, who will complete this journey with more specifically our new climate commitments.
Thank you, Frédéric. Hi, everyone. I'll be walking you through the same chart where I will be positioning our CEO's latest commitment as early as this week in New York, Climate Week NYC. Jean-Pascal Tricoire confirmed the acceleration, which as a company, we are taking on commitment. If you look at the bottom part of the slide, on 2025, what we've announced earlier this week is to prepone by five years, advance by five years, the commitment to be carbon neutral in our ecosystem. What does that mean in concrete terms? That means from the mine where the resources are extracted, down to our customers and the end of life of our solutions, we are building a carbon neutral ecosystem all in all.
That means there are emissions through the operations, through the resources we use. Counterbalanced by a factor through the tons of CO2 which are avoided on our customers' buildings, industries, grids. I'll give you a bit more data later in my presentation. Another commitment which was confirmed and made bolder is on 2030, we made the commitment to be net zero in our operations, and we firmed up, we gave substance to the science-based target commitment, which we announced some time back. We are one of the 87 companies which worldwide have decided to commit to a plus one plus five degrees trajectory. Not only for us, it's a proud moment to be one of those companies pioneering and committing to invent a really severely decarbonized operations. Also it's a business opportunity for us.
As you can imagine, we are seeing ourselves as an equipment vendor, as a solution to enabling the 86 other companies to succeed in that journey. In 2050, we made that commitment more explicit as well. We really aspire to a net zero CO2 supply chain. Means with our supplier and us, we are willing to be net zero. Of course, technologies have to come up. We need to have net zero logistics. We have to have better materials, recycled, circular. We need to invent ways of making it happen. In 30 years from now, we have to work hard. It has started. I will share with you in a second, in the next slide, how we start to engage with our suppliers, how we started to come closer to that ambition.
Now I want to give you a bit more substance in the next two slides about what we do internally, for ourselves, and then what we do with our suppliers and what we do with our customers. The next slide is very much giving you, on the right side of the slide, what we do for ourselves. For ourselves in our operations, we have taken commitments. One of them is RE100, meaning we are committed to have 100% of our electricity, which is renewable, by 2030. As you may have seen the progress, we are well at par, well on track with 45% currently. That's an exercise where not only we buy green electricity when available, but most importantly, we implement microgrids. We implement our own solutions, EcoStruxure, in our own sites, factories, and offices to leverage our own technologies for that ambition.
We have a full strategy country by country for our approximately 1,000 sites globally, we are confident this is a journey we're going to execute as per the plan. Another commitment we've been taking is about energy productivity to improve the productivity of energy we use, meaning energy efficiency at work. As of today, since 2005, we've been able to more than gain 54% of energy efficiency, we are targeting 100%, meaning to double energy efficiency, which is to decouple by a factor of two our operations and energy intake. Again, we are well on track on this parameter. I'm very proud to announce the next topic, which is the 13 net zero carbon buildings.
We're going to release next week, a public unveil of this, where 13 of our sites, be they factories, distribution centers, or offices, are already today operating at a carbon neutral pace. We are going to be having more of those sites, again, as I said earlier, leveraging energy efficiency, our software edge and our AR gear to make it happen. Another thing you see at the bottom of this slide is smart factories. There's been a program, I'm sure Mourad Tamoud and Amit Bhalla must have introduced that to you or to some of you already. Quite proud to have out of the World Economic Forum list of Lighthouse of the Future factories, three of our factories, in China, France, and Indonesia, are already part of the league of the top factories in the world, showcasing technologies to digitize energy management to be neutral.
We have green factories in China. Actually, we have seven factories in China with which is from our industry ministry. Seven of those is quite compelling, the number is growing. We have four additional this year, that make us proud. That's for our own footprint. If you look at the left part of the slide, we work, of course, with our supplier. It starts with designing new offers, which are less resource intensive. As you see a picture here, it's one of our contactors where we've been able to use less resources whilst improving performance, reducing emissions of the product. Eco-design is really a culture we've embedded in 100% of our products in Schneider Electric. We co-innovate with suppliers. Earlier this year in July, I was in Düsseldorf in the BASF conference unveiling a partnership we have on recycled polyamides.
We are making good progress in assessing different resources, recycled plastics, bio-sourced, post-consumer polycarbonates, polyamides and others for our products and for our packaging to have lower impact resources. Bottom left, you see our partnership with a major logistics vendor, Kuehne+Nagel, where we've done two things. The first thing is we've, through their expertise and ours together, we have now a software platform, a cloud-based platform, where all of our legs of transportation are captured and CO2 calculations are done in a very efficient manner, which allow us to better understand, first where the impacts lie.
Also what we use now with that same tool is to have a modeling ability where we place a price to carbon. We've taken two prices today, EUR 30 per ton at short-term and EUR 100 per ton in the midterm, to gauge the impact of a price to carbon in our modeling and transportation decisions. That's for us and our supplier. I want to spend a bit more time and close on this dimension, which is very core to what we do, which is how we help our own customers to likewise succeed in the journey of decarbonization. You may see the way we add value to our customers in that DNA of those three green boxes. EcoStruxure, this is very much the overarching umbrella, which encapsulates our technology, which I trust many of you have already been exposed to.
Energy and sustainability services, which are consulting arms on energy strategy, energy procurement, sustainability consulting, renewable electricity advisory, which is also a great arm, a great support of great contributor of Schneider's contribution to their customers. Exchange, which is our platform, where we bring the ecosystem together, ourselves, specialized developers, incubated joint ventures, incubated startups, to find a way in an open ecosystem to add more value to customers in the build space, in the industrial space, we make a lot of progress in that game. You see at the bottom left, an example of a customer's implementation which makes us proud. This is Finland's largest industrial microgrid with Lidl, the retailer, whereby the entire asset runs on renewable electricity. It is powered by 16,000 PV panels. It is fully enabled by Schneider Electric microgrid. It is for us to showcase and for the customer, it is a very successful asset.
It's highly energy efficient, 70% more than the previous equivalent which they had. You have here as well, on this side, this number of 51 million tons of CO2. We had a call in a similar forum some months ago where we've unveiled the way we calculate how much our technologies help our customers avoid CO2 to be emitted in the atmosphere. In two words, this is a very conservative methodology, which only accounts for those very certain CO2 tons, which are avoided on brownfield, meaning retrofit projects, where a building, an industry, a data center, would emit less than they were emitting in the past. That's real 51 million tons of CO2, which we are not releasing the atmosphere in 2018, which otherwise would have been emitted. It is real hard contribution to decarbonization of our atmosphere.
On the right, to conclude, we have different business models, which we call circular business model, which are growing, where you see three examples, extending life of assets, modernization, which we call EcoFit, which is to prolong the life of assets from 20-30 years, connecting the assets, adding more value through services, connecting the assets once it retrofitted. We have refurbishment. We have factories around the globe, where here we see the UPS, uninterrupted power supply, which is being taken back and brought back into a second life and brought back into the market in our own factories with all Schneider quality and certifications. On the right, it's handling end of life. Here you see a power transformer, but we have end of life services for other range of products.
The value of those services is to make our customers enjoy a longer lifespan, get a better cost of ownership. For us, it's also a way to remain in touch with our customers for life. It's really much conducive to intimacy, to what we call stickiness. It's to never let the customer go, and to be adding value to them throughout the lifespan of their project, of their assets, so adding them more value in a more sustainable way. That's something which makes us pride, makes save tons of resources every year. We count for the tons we take back, and then we avoid that material to be used as primary resources. It's also having a very strong environmental impact. It's some kind of a win-win-win, if you wish, for our customers, ourselves, and the environment.
That's it for me and Frédéric to walk you through the overall journey and the focus on the CO2 commitments we took. Would like now to pass the ball over to Tina, who's going to cover the talent and D&I section of the discussion today. Tina?
Thanks very much, Xavier. Greetings to everyone, and thank you for the opportunity to share some of the aspects of the diversity and inclusion strategy, especially as it relates to sustainability. My first slide, I think, is fairly straightforward, but I want to emphasize that how we approach inclusion and diversity at Schneider is really about a comprehensive way of embedding it into everything that we do. Starting with key messaging, of course. We've been very deliberate about ensuring that diversity and inclusion is positioned as a key enabler and a key partner in the sustainability story, but also as a topic in and of itself, when it comes to our way that we position ourselves in the market and the way that we support our employees in the workforce.
For us, you've seen some of this evolution, especially we are approaching the one-year relaunch of our value proposition and our core values and leadership expectations. While there are certainly key aspects of messaging, they're also embedded in how we drive and the way we work. On our employee value proposition, Beyond meaningful purpose or in addition to meaningful purpose, emphasizing where we believe we differentiate in the marketplace is our very global, very inclusive way of working and our setup in terms of how we set up our workforce, which I'll cover shortly. As well of being very local, very agile in the marketplace to ensure our employees are empowered to do what they can do.
On the right-hand side, and this has taken quite a bit of labor of love in terms of really trying to fine-tune not only the language, of course, and why embrace different and building best team are part and parcel of what we expect all our employees and leaders to do. Of course, bringing that to life in the form of hardwiring it in certain core rituals, processes, and policies, which I will cover. Finally, quick to say, just to build on Xavier's point, as we look at our employees today across the globe, and also as we keenly track the marketplace and potential employees in the future, sustainability and diversity and inclusion are two of the key biggest attraction factors and differentiators when we get the feedback and data on how our employees and prospective employees view Schneider.
Beyond, of course, the messaging, if you go to our strategy, I think it's fairly straightforward. The history, if I think about the last 10 years, has really been for us, in our strategy, shifting from a real focus on respect for differences to really pushing towards inclusion and equity, to the point where how we view what we do in D&I is really always tested through the challenge of, are we, in everything we do, ensuring equity and fairness and, in simple terms, an equal chance of success to all our employees, regardless of background, location, ethnicity, etc. Our strategy has four pillars. I think it's fairly straightforward in how those four pillars connect with each other. The first one is really ensuring we support, and put extra laser effort on certain diversities, starting with gender, nationality, generations, LGBT+ and disabilities.
Those are not the only diversities, of course, that we look at. At the group level, those are five that are most pertinent and germane to our employee base. The second, which in the following slides I'll take a deeper dive on, is how we really bring our D&I strategy to life by hardwiring it in the daily practices and policies. This is very important because back to ensuring that all our employees have equity and chances of opportunity and success. The third is probably the more elusive and often harder thing to do, which is shifting behaviors to ultimately shift mindset. Here we have a robust program in terms of education. We've had all our ExCom go through hidden bias education as well as cascading it down to our leaders and employees. The last, of course, is advocacy.
Xavier spoke of our CEO and Chairman being in New York City this week for Climate Week. This afternoon, he's also attending with us an event with Seneca Women, one of the most prominent global organizations on the topic of gender equity as a plenary speaker on the topic. I'm going to go in the next few slides on a few examples of where we believe our strategy in D&I comes to life and where we believe is a differentiator. The first one, and I know you're quite familiar with it, because as you understand our business model, what we call our multi-hub model, it's essentially our way in thinking about managing a diverse and agile workforce globally to reflect our business model and to reflect the multi-local way in which we work.
We know that it's not easy always to implement because we're looking at all geographies across the world. In short, where we were 15 years ago, where 60% of our employee base was in Western Europe and the vast majority of our leadership was in Paris headquarter, we are now continuing to work on and continuing to shift towards a multi-hub model where our people and our leaders are close to the markets in which they drive, mainly to be close to customer, to be close to the talents that we attract and engage, and of course, agile when it comes to driving innovation, responding to market or labor conditions. For us today, we are well on our journey to living that ambition of multi-hub. Here we highlight, of course, the key global locations of Hong Kong, Boston, and Paris.
We also track very closely other key satellite locations based on our business need as well as the geographies. One example in point, you all know well that today a third of our revenue is coming from the Asia Pacific region. Of course, for us, we also have that same commensurate representation in our employee base. We have nearly 50% of our Comex based in Asia, again, to reflect the importance of that market as one example. Multi-hub is one very unique differentiator for us. Beyond location and distribution of location, we track very closely, and we report on this twice a year with our Comex, the internal pipelines as well. Not just location of job. Are we ensuring that we're building local pipelines?
The second piece for me, I want to share two highlights of policies, and Frédéric alluded to this earlier in his piece, but global family leave, it's now in its second year of deployment, is one example in how we approach D&I hardwiring into the form of policies. We announced this in 2018 or late 2017 with the notion of creating a policy that was not just restricted to maternity or paternity leave, but really to support our employees in all stages of their life where they need to have moments of leave support. The policy itself, by design, is very inclusive. The reach is very ambitious, inclusive, meaning we expect all our countries to implement the policy by 2020. You can see here the four key standards of that in terms of 100% paid coverage for those four dimensions.
For us, we are well on track and excited to share that by 2019, we believe we'll be upwards around 90% of our workforce covered with this policy, and we are very confident that by 2020 we will share our goal. This one is something that we also know has been a major engagement attraction lever, but also an engagement and retention driver for our employees, in terms of supporting their unique lives. The other component on the next slide is another policy that we drive from the D&I angle, which is about pay equity. Both pay equity and family leave, you can see again our structure, our cadence, if you will.
We tackle it at a comprehensive level, meaning all levels of our employees, all our countries, and in both cases, we set a global methodology, but of course allow for some flexibility at the country level based on statutory and market needs. For pay equity, this has also been a journey for the last couple of years, and for us, it is really about how do you create true equity in the way that we reward our men and women in the workforce. The ambition is fairly big, and we believe that it's been premised on a simple statement of equal pay for equal work. What we're trying to do in the pay equity approach is to effectively close any gaps. In most cases, it affects women.
Actually, as we start to roll out in the countries this policy and this approach, we've also uncovered cases of pay inequity for men as well. Our approach, back to equal opportunities and equity for all, is to look at it from both angles. Similar to family leave, this is also part of our Schneider Sustainability Impact Index. We track this regularly. For us, we are again on track for next year's target of covering the vast majority of our employees with this pay equity process. Those are two examples I think that show our commitment and our comprehensive nature in really working the hardwiring part of D&I.
I'm a firm believer in driving mindset and culture change, but I'm also equally cognizant in our marketplace and with our global footprint, we need to create systems and policies and rituals that also help support those types of behaviors. If we move on to the next piece, I want to give one example at a more ground level, because what I shared just now were two global policies that, of course, affect all our countries. I also want to share examples of as our D&I ambition and strategy come to life, a lot of the activity, a lot of the recognition, a lot of the impact is, of course, at our country level. This year, earlier in the year, we were very proud to be announced a global winner of the Catalyst Award.
Catalyst is one of the leading global institutions supporting gender equality. They do a rigorous process of assessing various companies and their progress towards that aim. Schneider was recognized specifically for its efforts in India. You can see here a few of the data points. I won't go too much into detail, but I think what I love about this story is that in India, for us, it continues to be a challenge in terms of women representation in the overall workforce as well as in management and attrition. This has always been a challenge for us. It's not so unique for companies that operate in that market. For us, we knew that it really required a holistic approach to drive some major changes.
With the strong support of our country president, Anil, the last couple of years, the country has really been making some market shifts in progress. You can see here some of the highlights on the right in terms of women representation overall, the increase in a few percentage points. Overall, we have about 21% women in India. Admittedly, we still have room to grow, to improve there. Through deliberate efforts around recruiting and retention, targeted training for our female employees at Schneider in India, as well as a unique program that really encouraged male counterparts and male colleagues to act as allies and to participate and co-build and co-create an equitable work experience, we've been able to really change and shift the representation as well as the attrition rate and really decrease the voluntary attrition rate.
That's one example at the country level I want to share for everyone on the call. Last two slides. Again, it's really about sharing some of our broader commitments and recognition that then relate to the external market. Everything we do, as I shared earlier, those global policies, of course, we tie that to the SSI, the Schneider Sustainability Impact that Frédéric covered. Of course, we also track them and audit them with an external partner there. Part of what we do in the area of gender equality is definitely through UN Women HeForShe. We have been a pioneering corporate member, selected for our commitment and progress in that area for the last few years in the form of a HeForShe champion.
As a member, there's 10 of us in the corporate realm, we are very clear and public about our commitments, and we each identify a few. You can see here Schneider's commitments in the areas of gender pay equity, hiring of women, and executive-level sponsorship and championship, and where we are today. I think for me, probably what's most important to highlight is our progress in gender pay equity, which I referred to earlier. Of course, on the right, our executive-level championship, all the way from Jean-Pascal to what we recently established, which is a D&I board comprised of 14 senior executives in our company across different businesses, 50/50 gender parity to champion. The women hiring one, I think remains. We continue to progress in that area.
It continues to be not an easy thing to tackle, but we have really increased the % of women that we've hired over the last 5, 10 years. We're around nearing 40% at entry. Today, as many of you know, we have well-represented gender at the board level. Of course, over half of our P&L are led by our women in our ExCom in the areas of France, NAM, and Europe. We are pleased with the progress at the top. Where I really want to make more progress, of course, is in our more senior management levels. Our ambition is to get to 30%. We're hovering around 22 these days. That's, to be transparent, a point of attention and priority for us at the group level. My last slide is more a highlight slide.
Similar to sustainability, we take the recognitions that we receive in the market seriously. It's not just at kind of a high-level communications, but also really proud of some of the substance and impact we've achieved in the areas of D&I. One of the things I think that differentiates us, if you go and look at some of these recognitions, is what I shared at the very beginning, vis-a-vis our strategy, that when it comes to D&I, we really are trying to hardwire it in core programs and processes and rituals, and not in the form of quotas, but really in the form of very stretched ambitions to drive the overall change that we seek. Here you have an example of some of the global ones.
For me, I want to highlight especially the local country ones, because there are many of them, and they are certainly for our local workforces, the most meaningful. With that, I hand it back to Amit. Thank you.
Hi, Amandine here from Investor Relations. Thank you, Tina, and all speakers for your inputs. Just before moving to the Q&A, I would just like to share with you all that, of course, Investor Relations teams remain available for further discussion if you have any questions. You can reach either Dana or myself. You will see the email on the slide, and we'll make sure that you are in contact with our internal experts to answer all the questions you may have. With that, we can move to the question and answer session. You can either ask your question through the phone, pressing star one, or through the webcast. We have already received a question through the webcast, but before answering that, I would like to ask the operator if there is any question on the phone.
Thank you. Ladies and gentlemen, it's star and one if you wish to ask a question on the phone. At the moment, we don't have any questions. Please go ahead with the webcast.
Okay. Thank you. We received one question to address to Xavier about CO2 emissions. I am reading the question for everyone. I was wondering what the share of these 13 net zero carbon buildings is in total buildings, and if there are any already factories labeled as net zero. For the question, how are the downstream avoided emissions calculated? Xavier?
Thank you. Great question. On the first one, net-zero building, we have out of the 13, we have 10 factories, which are today net-zero. We have 2 distribution centers and 1 commercial office. The number will keep on growing quarter after quarter, and we'll be happy to report on that. One of the reasons why maybe we have more factories than offices, in a factory, usually we are a lone Schneider Electric. We are either a tenant or landlord, but we are fully able to implement the solutions which we believe have to be implemented quickly with on-site solar and all the EcoStruxure microgrid systems. When we are a tenant in a commercial office, sometimes sharing floors with other tenants, it's not as straightforward.
Just want to remind that as we are globally already at 45% renewable electricity, many of the sites are 80%, 70%, but that list of 13 was just counting those ones which are 100%. It's already 200,000 sq m, which is still a minority portion of our overall footprint, but which should become bigger. The second question on quantification of CO2 tons for the customer. Was it the one?
Yes.
We may need more time, but to make it short, we look at the revenue of our company, EUR 26 billion last year. We look at the technologies in our portfolio which are delivering proven energy and carbon efficiency. We look at the split between brownfield sale, meaning our technology is retrofitting, modernizing an existing asset, and greenfield. We take out the greenfield, and we focus on the brownfield, and then we go deeper to understand how much that Schneider technology helps this asset be greener or energy efficient than before. All of this was documented with specialized engineers, third-party, vetted and as assured by EY, Ernst & Young, who has provided assurance on the fact that our method will not only as per the accepted standard for downstream Scope 3 greenhouse gas calculations, but very rigorous and fairly aggressively conservative, if you know what I mean.
We just wanted to avoid counting any CO2 ton, which our technology would not be responsible for avoiding. We're very cautious. This being said, we still can claim that last year, 51 million tons were avoided, and we see this number growing year by year. The more we sell those technologies, building management system, variable speed drive, efficient transformers, services, renewable consulting. All these services of Schneider are helping deliver that 51 million. I think there were other questions as well, Amandine.
Yes. Is Schneider also considering physical climate change risks? If so, do you apply the same on your value chain approach, so on operations, suppliers, and customers?
Today we have a program where our 200 factories are screened by an independent risk consultant, which assess all the risks exposing our sites, including climate risk, flood risk, earthquake risk, and all natural risks. Each of our sites has a screening, and we make decisions, in terms of fencing, protecting, any of those. Today, we don't see enough of our sites exposed to either sea level rise, which will be acute. We have that lens. We have that for our critical suppliers, of course. We have the same third-party company visiting the critical suppliers to exactly assess the same risks. In addition to those risks, we also look at other risks, can be transportation or operation continuity risk with that, of course. It's more intensely upstream, if you know why, you understand why, with our suppliers and with our customers.
What we've seen overall is our factories are fairly agile. When we rebalance lines of production from a geography to another, we can say over some month, rebalance our production lines. We believe in case one of our sites was to be exposed to a significant risk, which is not the case today, again, we would be able to fence but also move and relocate. Yeah. The last one, in terms of focus, we want to, as you've heard ourselves, be zero carbon, but we just don't want to succeed alone. Our own footprint is less than 10%, as you know, of the entire end-to-end footprint, whether it's carbon or resource. Of course, we want to succeed in that journey only in the condition we bring about our customers, first and foremost.
That's why the 51 million tons were an innovation we unleashed last year to quantify that contribution to making our customers a solution to climate change avoidance. As you've seen, we work with our suppliers to embark better materials, better suppliers, to also make them be part of the overall ambition, which we have set for 2050. It's a bit short of an answer, but I know the time is limited, and we may have other questions.
Thank you, Xavier. We have received other questions. How do you think about the goals of your competitors when you consider your environmental ecosystem? Are you trying to move faster than your competitors or more in line with them? Are you getting much pushback from your customers on your environmental goals? Maybe for you.
Quickly, of course, as an organization, we would refrain from bragging. I think we all are humble. I think our competitors and ourselves are fairly humble in the journey. As Frédéric mentioned, it's a journey. We look at our competitors, we look at our customers. Of course, there are third-party agencies which do compare, CDP, Dow Jones Index. They are liking to and equipped to compare companies from a lens. What we see here in terms of speed, we believe our company is fairly bold in its willingness to change fast. I think the commitment from this week from our CEO confirmed that willingness to be faster.
We tend to be much more focused on ourselves and our customers, maybe rather looking laterally to our competitors. We tend to be willing to somehow spearhead the change, be ourselves, a zero carbon company, bring about the customers. We are happy if the entire sector does the same. We are more obsessed by maybe that line, if you wish, rather than lateral consideration. As you know, the ratings tend to position us fairly well against our competitors. You talk carbon commitment, but carbon performance. You talk environment disclosure, you talk social performance. You have access to that data. You can also get your own perspective on how we fare with our competitors. The last one, pushback. Clearly not. It's been an acceleration over the last 12 to 18 months.
It's been there in the past, but we see now they really bring the conversation if we don't bring it. "Hey, how can you help me, customer, be more sustainable in my own operation? I want to win in the market to make green building the hot selling business for mine." We are seen as an enabler for their success and no, they don't push back at all. They pull. They need have this discussion, and practically what that means, we sit down with customers and build architecture for them to win, but win in their own operation, but win in their own market. I have in mind examples in the oil and gas, EPC, engineering, procurement, contract, in the building space, where those conversations are seen for them as strategic. No pushback and a lot of pull, actually.
Even B2C, home and distribution business of Schneider, we see an appeal for greener offers in Nordics, California, some countries, Asia. Across the globe, only B2B mature customers, we see a pull, and that's promising, and that's what actually we are getting ready for. I think the time is now getting to the call getting to an end, Amandine.
Thank you, Xavier. Maybe Amit for last few words.
All right. Thanks to all of you, and thanks for all the participants for the time. I think my takeaway from the questions also, as part of the capital market today, we had organized a visit to some of our smart factories, which some of you might have attended. I think my takeaway from this call is maybe also to showcase in the future something which is not just at the factory level, but more at the office level. One thing that comes to mind, just to share with everyone, is our new headquarters in Singapore, the regional headquarters. About two years ago, we moved to this building, which was actually a pretty old building. It's probably more than 25 years old, an industrial building.
Within a couple of years, we have basically equipped it with all of our infrastructure offers and technologies, including with some renewable energy microgrid as well. We are well on our way for it to be net zero in a country, which, as you know, is not the most conducive because of the heat. Maybe that's something that we can showcase to you guys in the future if you're interested. I'm quite keen to get some feedback just to be able to see whether this is of interest to you, how often we do this kind of a call. At the moment, we're doing it once a year and a semi-annual newsletter. We'll probably send you a quick email today. If you can give some feedback, we'd appreciate that. Again, thanks for your time.
Thanks for your investment. Have a good rest of the day.